Center for Public Safety Excellence

In This Issue:

President’s Report »

CPC Chairman’s Report »

CFAI Chairman’s Report »

Commission on Fire Accreditation International Accredits 14 Agencies »

The Commission on Professional Credentialing recently conferred the following CMO designees. »

Commission on Professional Credentialing Designates Chief Fire Officers (CFO) »

Credentialing and Accreditation: Your Economic Lifelines »

Join TEAM CPSE for the Fit-to-Fight 5K at FRI! »

Dayroom Discussions »

Upcoming Meetings and Events »

Dates to Remember »

Upcoming Workshops »

Volume 3, Number 2 April 2009

President’s Report Chief Randy Bruegman, CFO

In March, the Center for Public Safety Excellence (CPSE) held the Accreditation Managers Workshop and the meetings of the commissions and board in Florida, bringing together over 200 people involved in our processes to evaluate where CPSE has been in the past year and set a course for the future. I am always amazed at the talent on both commissions and among those who seek accreditation or designation. During our strategic and visioning process, it became clear to me that we should rename our spring meeting the Conference of Excellence.

As we bring the leadership of the fire service together in this venue, excellence is exactly what occurs. When we begin planning next year’s spring conference, the focus and emphasis will be on the continued fostering of excellence in our industry. While this has been a foundational element in the development of the accreditation and designation processes, if we are to continue to provide leading-edge thought to the fire service we must build on four specific cornerstones:

  • Quality
  • Best Practices
  • Continuous Improvement
  • Research and Comparative Data

If you step back and reflect on the challenges of the fire service today and in the future, these cornerstones are critical elements to the success of any fire department and any chief officer as we move forward into the 21st century.

There is so much happening on the fire service front in each of these areas, and next year’s conference dedicated to excellence will bring together expertise to share with others who have a desire to move their organizations progressively into the future. Watch for the dates of this important event, to be announced this summer.

We are also working on several updates and improvements to our products and services. The Eighth Edition - Fire and Emergency Service Self-Assessment Manual (FESSAM) is currently underway and will be released for sale at Fire-Rescue International in August. The new Chief Fire Officer Mentoring Program will be unveiled in August as well, with the delivery of a train-the-trainer workshop on Tuesday, August 29, 2009. The program is designed to match experienced mentors with less experienced chief officers as well as those aspiring to the position. The future of our industry depends on our ability to attract and groom young officers to take our place.

The Technical Advisor Program continues to grow. Rick Fagan (a seasoned CPSE instructor, team leader, and former accreditation manager) is now helping CPSE coordinate the advisor program and serving as a lead facilitator. We have seven facilitation projects underway, with 26 proposals out to 16 agencies.

We have also been working with ISO to continue to facilitate building a bridge between the accreditation process and ISO’s efforts. A task group is reviewing both models to determine their common behaviors, which may be considered for prima facie compliance between the two systems so that a fire chief does not have to recreate the wheel when going through both processes.

This past year the executive director and I, in our role as representatives on the National Fire Protection Association (NFPA) 1710 Technical Committee, proposed the alignment of terminology between the accreditation process and NFPA 1710, 1720, and 1221. With the anticipated adoption of these standards in the summer of 2009 and the completion of the eighth edition of the FESSAM, another step forward will have been taken in aligning terminology. This will allow the data to be universally collected between the accreditation and the consensus standard process. In addition, we have shared this terminology with ISO and are hoping further alignment continues through its evaluation and update of the Fire Suppression Rating Schedule, which is currently underway.

The influence of the accreditation and designation processes on the industry continues to be significant. If we remain committed to our core values of continuous improvement and the quality of the products delivered, I believe we will sustain this level of influence on the fire service. These core competencies were conceived by those who started this process in the first place—Chief Ron Coleman, Chief Ray Picard, the late Chief Charlie Rule, and several others who were involved in the initial design of the accreditation concept 20 years ago. They have brought the organization to where it is today.

While it is an exciting time in our industry and a challenging time for local government, we know the CFOs in our system will be the ones influencing the course of the industry over the next 25 years.

Be safe.

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CPC Chairman's Report
Rick Mason, CFO, Chairman, CPC

I have the fortunate opportunity to be an active member of many professional and nonprofit associations, but "active" needs to be defined. Most by-laws consider you an active member if you fit the membership criteria, such as being a chief officer in a fire chief’s association. So by virtue of paying your dues you are an active member and can say so on your CFO/CMO portfolio, resume, curriculum vitae, or application for employment. While that is certainly an acceptable practice, in my opinion active membership in any group demands more.

When I was first promoted to the rank of shift captain in a small New Hampshire city fire department in the late 1970s, I was given the title of Fire Prevention Officer, as the city at that time did not have the luxury of having a full-time prevention officer. Immediately I realized it would be a great benefit to join and become active in the New Hampshire Fire Prevention Society. These were the folks that could help me in my new position—and it worked, very well! I got advice and assistance, and whenever needed the group was there. But it didn’t end there—that would be too easy. As a token of my appreciation I got ACTIVE by becoming the society’s secretary and taking responsibility for the official records. This was encouraged by my fire chief, as the expertise I received in return was well worth the time it took to serve as secretary.

When I became training officer I became active in the fire instructor’s association, and then as a chief officer I joined the fire chief’s association. When you know and use your resources, you rarely have to invent a new program. By inquiring you can probably find a program that fits your needs and has been tested by another group.

I am not saying when you become an association member you need to rise through the governance of the group, but you should be supportive: attend meetings and give input, assist with special projects—both substantive and social, and be there for your brother and sister members. Please don’t be a paper member. Do your part!

When you join an association, especially one that aligns with your professional position or personal values, be sure to do what you can to make the group flourish. It is the responsibility of ALL active members and will benefit your own career as well.

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CFAI Chairman's Report
Ernst Piercy, CFO

I had the pleasure of attending our spring meeting in beautiful Orlando, Florida, in March. Each year I attend I find it to be more informative than the year before, and this year was no exception. We started the week with business meetings where I was honored by my colleagues and elected as the new chairman of the commission. Chief William Jenaway was unanimously elected to serve as the new vice chairman—and for the first time the commission has an officer who represents a volunteer agency. A momentous day that formalized something we already knew—the accreditation process is all-inclusive, and volunteer fire departments are a big part of that.

The number of accredited agencies grew by five to 128 as the commission reviewed reports and acted on team leader recommendations. While the new total is certainly a good number, I would like to challenge senior fire officials across the nation to double it in the next three years. I realize it won’t be easy to meet this goal, but if you're part of an organization that has benefitted from accreditation, I would like to ask you to bring two new agencies into the process.

When I spoke with Chief Chris Riley (Pueblo, CO), he said he is interested in following the lead of the great state of Illinois, whose fire departments banded together as an informal consortium of applicant agencies. These departments worked together on accreditation, sharing ideas and pitfalls to help each other become successful in this process—a great idea that has worked very well.

This year’s accreditation manager’s workshop was one of the largest to date, and I was able to present a bit of information on the Eighth Edition - Fire and Emergency Service Self-Assessment Manual (FESSAM), which is scheduled for release at Fire-Rescue International 2009 in Dallas, Texas. The number one question I fielded was, "Do we need to convert all of our documents to the latest edition?" The short answer is—maybe. Here is how you may be affected:

  • Registered Agency - Yep, use the 8th edition.
  • Applicant Agency - Maybe; policy allows you to use the edition you are in the process now IF you become an accreditation candidate within six months (in other words, the commission doesn't expect you to change editions in midstream).
  • Accreditation Candidate - Free pass! You're waiting on a team, so you don't have to change editions. Remember though, this is a continuous improvement model, so you should start working toward the newest edition after your visit from the peer assessment team.
  • Accredited Agency - Also a free pass, although see the previous comment-you should be working toward the new edition during your five-year accreditation period.

We are already looking toward next spring's workshop, and are excited to expand our horizons to adapt to what you have asked for. The new workshop will be not just for accreditation managers, but also for folks that are just getting started in the accreditation process. The intent is to develop a workshop that will incorporate your suggested changes (yes, we do read those evaluations).

In closing, let me say that I am probably the most passionate person on the planet about accreditation. The reason for the passion is simple: the organizational changes that I have instituted in my own fire department are far-reaching and often the subject of superb recognition by outside agencies. I'm not really sure why we decided to become an accredited agency, but the benefits have been unbelievable. It has never been about setting an endpoint; instead it's about establishing goals to meet community standards. The process is nothing more than a tool to document how we are meeting those goals. What a concept!

I'm looking forward to the next newsletter, where I will be publishing my interview with a fire chief of an accredited agency. Look for it soon in an email box near you!

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Commission on Fire Accreditation International Accredits 14 Agencies

  • Apache Junction Fire District, Apache Junction, Arizona - Fire Chief Dan Campbell*
  • Bloomfield Fire Department, Bloomfield, New Jersey - Fire Chief Joseph Intile
  • Defense Supply Center, Richmond, Virginia - Fire Chief Clyde Hipshire
  • Defense Supply Center Fire and Emergency Services, Columbus, Ohio - Fire Chief Sean Edwards
  • East Side Fire Protection District No. 5, Baton Rouge, Louisiana - Fire Chief Dale Hancock*
  • Fort Lee Fire and Emergency Services, Fort Lee, Virginia - Fire Chief Thomas Barr*
  • Hill Air Force Base Fire Department, Hill AFB, Utah - Fire Chief Paul Erickson*
  • Lincoln Fire and Rescue, Lincoln, Nebraska - Fire Chief Niles Ford**
  • Maitland Fire Rescue Department, Maitland, Florida - Fire Chief Kenneth Neuhard
  • Mid-Atlantic Fire and Emergency Services, Norfolk, Virginia - Fire Chief Stephan Cox*
  • Palm Harbor Special Fire Control and Rescue District, Palm Harbor, Florida - Fire Chief James Angle*
  • Searcy Fire Department, Searcy, Arkansas - Fire Chief Bill Baldridge
  • Spartanburg Public Safety Department Fire Division, Spartanburg, South Carolina - Fire Chief William Ale*
  • Toledo Fire and Rescue Department, Toledo, Ohio - Fire Chief Michael Wolever*

*Denotes reaccredited agencies (10 years)
**Denotes reaccredited agencies (15 years)

Maitland Fire Rescue Department from Maitland, Florida

Searcy Fire Department from Searcy, Arkansas

Bloomfield Fire Department from Bloomfield, New Jersey

Defense Supply Center from Richmond, Virginia

Defense Supply Center Fire and Emergency Services from Columbus, Ohio

Photography by Brian Dean, CFO, Assistant Chief, Winder Park Fire Rescue, Winter Park, FL

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The Commission on Professional Credentialing recently conferred the following CMO designees.


John T. Bianco, Virginia Beach, VA
James M. Higgins, Columbus, GA
John A. Spencer, Lee’s Summit, MO
Jack R. Taylor, Emporia, KS

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Commission on Professional Credentialing Designates Chief Fire Officers (CFO)

The Commission on Professional Credentialing conferred 17 new CFOs and re-designated 56 during their meeting on March 9, 2009. Please extend congratulations to the following:




Allen Wilmer Baldwin, Gettysburg, PA
Gregory A. Bulanow, North Charleston, SC
Scott A. Clark, Manhattan, KS
Michael W. Dutton, Fort Walton Beach, FL
Marvin Dwane Green, Green Pond, AL
Richard M. Lieder, Cypress, TX
Brian D. Mayo, Indianapolis, IN
Dale McCleese, Prince William, VA
Todd A. Paschal, Mayer, AZ
Joseph E. Pozzo, Leesburg, VA
Steve D. Ross, Amarillo, TX
William R. Schultz, Wheaton, IL
Rick A. Southey, Bullhead City, AZ
James M. Stallings, Rocky Mount, NC
Mark A. St. Pierre, Harrisville, RI
Jack R. Taylor, Emporia, KS
Ronald T. Wakeham, Richmond, VA



Stephen A. Addezio, Marlton, NJ**
William H. Austin, West Hartford, CT**
Steven W. Bair, State College, PA*
Robert F. Baker, Centennial, CO*
Thomas F. Bartlett, Fayetteville, GA**
Robert T. Bettenhausen, Tinley Park, IL**
Marion Fred Blackwell, Jr., Stillwater, OK*
Mark F. Bradford, Lawrence, KS**
Michael D. Bradley, Flagstaff, AZ*
Robert M. Buhs, Skokie, IL**
James E. Carr, Kentwood, MI**
Michael D. Chiaramonte, Lynbrook, NC**
Timothy G. Collins, Portsmouth, NH**
David C. Comstock, Jr., Poland, OH**
Duane M. Dodwell, Fairfax, VA*
Larry D. Donner, Boulder, CO**
John J. Drago, Apopka, FL**
Michael A. Eisner, Bellevue, WA**
Ben C. Florance, Leawood, KS**
Don T. Floyd, Covington, GA**
Merle D. Frank, Puyallup, WA**
James M. Grady, III, Frankfort, IL**
Daniel H. Graves, Seminole, FL*
Gregory H. Grayson, Asheville, NC**
James Robert Griffin, Asheville, NC**
Larry J. Grorud, Janesville, WI**
Richard T. Haase, Roxana, IL**
Kevin L. Hammons, Franktown, CO*
David E. Hedrick, Columbia, MO**
Richard M. Henderson, Pensacola, FL**
Tim L. Holman, Springfield, OH**
Joseph L. Intile, Bloomfield, NJ**
Dennis E. Kirin, Oberlin, OH*
Richard C. Kline, Plymouth, MN*
Stephen P. Kopczynski, Yorktown, VA**
James N. Linardos, Austin, TX**
Dennis E. Mason, Ridgefield, WA**
Richard A. Mason, Concord, NH***
Edgar Jack McArthur, Yuma, AZ**
Gary B. McCarraher, Franklin, MA**
Michael Allen McCullough, Fayetteville, GA**
Paul W. Murray, Fort Worth, TX**
Ernst R. Piercy, USAF, CO**
Gregory A. Pottberg, Buckner, OH**
Edward N. Richards, Enfield, CT**
Karl E. Ristow, John's Island, SC*
Edward M. Russell, Houston, TX**
Ronald Jon Siarnicki, Crofton, MD**
Larry W. Siefken, Abington, PA**
John E. Tunstall, Hopewell, VA**
Mark S. Wallace, McKinney, TX**
David R. Weiss, Westmont, IL**
Mark W. Wendelsdorf, Caldwell, ID**
James Warren Whitley, Woodbridge, VA*
Robert H. Wilcox, Park Forest, IL**
Gerald R. Wimberly, Kennedy Space Center, FL**

*denotes second term
**denotes third term
***denotes fourth term

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Credentialing and Accreditation: Your Economic Lifelines
Paul D. Brooks, CFO, CPSE Executive Director

The impacts of the economy on local jurisdictions and their public safety agencies are a critical concern for all of us. We must all be very deliberate in evaluating current conditions, setting service priorities, and identifying and choosing among options that will impact our organizations and the communities we serve. At the Center for Public Safety Excellence, we are beginning to receive nearly daily contacts from agencies and chief fire and medical officers who are concerned about the impact of the current economic crisis. Many are just beginning to realize the full extent of local impacts.

Our major industry associations—the IAFC, IAFF, and CPSE—have prepared leadership statements and materials to help their members and the industry respond. We believe that the accreditation self-assessment model and the validation of professionalism achieved through credentialing are critical for our fire service leadership.

We advise our contacts that anecdotal responses, while useful for illustrating resource reduction outcomes, are inadequate when their governing bodies or agencies face major budget shortfalls. Fire, EMS, and rescue industry leaders must be prepared for their defense by arming themselves with information. Hazard and risk evaluation, critical tasking, Standards of Cover, and measuring baseline performance and outcomes become their lifelines. They must be able to clearly describe the potential hazards and risks in their communities, as well as provide very specific and current information about demands for service. They must have evaluated their current deployment model for programs, stations, apparatus, and personnel, verifying the model with their actual community risk matrix. They must have researched and evaluated the changes in outcomes to expect from changes in their resource deployment model, as there surely will be changes in outcomes.

Chief officers must have intimate knowledge of their community’s risk profile when faced with inescapable decisions to reduce resources. The information on risk and service demand should provide the basis for setting priorities and help leaders avoid some arbitrary, un-informed reductions. In an economic crisis, the most successful chief officers will be those who have practiced the skills and behaviors presented here as part of their agencies’ routine management practices. Accredited agencies led by credentialed chief officers will have earned credibility with local mayors, managers, and governing bodies through their day-to-day operations and over time, putting them in a stronger position during crisis. Other national organizations such as IAFC and IAFF are strongly encouraging communities to maintain or seek out accredited agency status because of the behaviors learned and data collected in the process of self-assessment.

CPSE and the Commissions on Credentialing and Accreditation have to be very sensitive to the adverse impacts many of our agencies are experiencing, while maintaining the integrity of our program and model at the same time. To an agency considering dropping accredited agency status, I would suggest that maintaining accreditation is a relatively low-cost item for an agency that pays only an annual fee. Dropping it would not really save much expense in the overall scheme, but may deprive the agency of the extremely valuable tools they need most to defend or prioritize programs.

As you know, we have a system that does not set a single acceptable service level in any program but, within reasonable and credible ranges, allows for the jurisdiction to set its own service levels. That being said, a department, for example, that has had one SOC, but finds it can no longer meet that SOC due to reductions or other issues, may certainly reevaluate its hazards and risk and establish new but still credible objectives. For example, a department may be able to maintain the same response time but have to reduce the fractal measure from 90 percent to 85 percent. The department may not have the same crew sizes but can maintain the full effective initial response force by adding additional units to a response or obtaining mutual aid. This would likely impact the overall time to assemble the force, and that should be reflected in the overall time standard.

Crew size is an especially sensitive area; we all realize it impacts safety, survivability, time to critical tasks, and event outcomes. Reductions in crew size and times to assemble an initial effective response force must be accompanied with adjustments in stated outcomes. Any change in an SOC must be accompanied with an evaluation to determine and properly state the impacts, especially if that would result in a reduction of service and increased exposure to loss and injuries.

Within the process there are steps that allow an agency time to evaluate drastic events and impacts on services. Through the Annual Compliance Report (ACR) process, any agency may have to report that there has been a problem with meeting SOC. That report should include an improvement or action plan to restore service levels or adjust to the community’s new expectations for outcomes. The ACR process actually provides for several steps over several years before an agency would actually lose its accredited agency status if the service levels were no longer deemed credible. There is a warning giving based on the first ACR reporting non-compliance with CCs. In the second year the agency would be placed on probation, and only in the third year would an agency risk losing its status.

The Commission on Fire Accreditation International (CFAI) will soon establish a technical working group to evaluate the economic impacts on agencies and their ability to fund their applicant and accredited agency fees. This group will identify scenarios that departments are facing, evaluate those scenarios against current financial policies, and report the results to the CFAI and make recommendations if any are necessary. CFAI will report results to the Board of Directors.

I would direct concerned fire chiefs to the IAFC website for some really useful resources, including a guide to weathering the economic storm, discussion groups, and other tools and help. They have created a web link just for this issue at Our local labor leadership can get similar support from the IAFF.

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Join TEAM CPSE for the Fit-to-Fight 5K at FRI!

To all of you from our CPSE community who will be in Dallas for Fire-Rescue International this summer: Come join TEAM CPSE on Saturday morning, August 29, as we walk or run together in support of fitness and the IAFC Foundation, which provides scholarships to develop our leaders of today and tomorrow. According to the IAFC FRI website, "Walkers and runners will come together for 3.1 miles and a shared commitment to fitness in the fire service. Participants will receive a race day t-shirt and refreshments; cash prizes will be awarded to the top male and female finishers. Race registration is $20." Follow this link for a recommended seven-week training schedule, presented by the Mayo Clinic for beginners to prepare for a 5K event.

Let’s make TEAM CPSE the largest group in the event—and show that we care about the health and fitness of our firefighters today and the development of excellent leaders for our future!

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Dayroom Discussions
Beginning May 8, 2009

Some of the greatest problems faced by our departments, our communities, our nation, and even our world have been solved during informal but dynamic dayroom discussions. Everyone is an equal, everyone participates, everyone has an idea, but usually at least one person has the straight scoop to share with the rest of the group. The second Friday of each month, from 1:00 p.m. to 2:30 p.m. EST, is designated for our own CFAI online, informal, dayroom discussions with Accreditation Managers. These are the people responsible for coordinating the accreditation process within their departments—whether a registered, applicant, or accredited agency.

The discussion will begin with 10-minute point of insight from the CFAI Program Manager, and the remainder of the time will be spent answering questions and offering advice to all participating accreditation mangers. This is the time for all questions surrounding the accreditation process to be asked and responses to be provided by the CFAI Program Manager and/or participating members. To register and have all meetings applied to your calendar in Microsoft Outlook, click here or contact the CFAI Program Manager for more information.

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Upcoming Meetings and Events

CFAI Commission Business Meeting
Tuesday, August 25, 2009
8:30 a.m.
Dallas, Texas

CFAI Agency Accreditation Meeting
Wednesday, August 26, 2009
8:30 a.m.
Dallas, Texas

CPC Commission Business Meeting
Wednesday, August 26, 2009
9:00 a.m.
Dallas, Texas

CPSE 10th Annual Awards Ceremony
Thursday, August 27, 2009
6:00 p.m.
Dallas, Texas

Details regarding these events will be published next month.

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Dates to Remember

  • The first Peer Assessor Continuing Education Webinar is scheduled for May 1, 2009.
  • The new Peer Assessor Workshop offered via webinar is scheduled for a June 2009 release.
  • The annual compliance report for agencies with an accredited status anniversary date in August is due on or before July 16, 2009.

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CFAI Policy and Procedures are updated twice a year. Accreditation Managers should have their alerts set to the Accreditation Manager folders in SharePoint to be alerted to these changes. If you need assistance with setting your alerts or want to confirm that your alerts are properly set, contact CFAI Program Manager, Rick Black at

Upcoming Workshops

May 13-15, 2009
Madison, AL
Self-Assessment and SOC Basic

May 20-22, 2009
Peoria, AZ
Self-Assessment and SOC Basic

May 26-28, 2009
Corpus Christi, TX
Self-Assessment and SOC Basic - DoD Personnel Only

June 10-12, 2009
Boca Raton, FL
Self-Assessment and SOC Basic

June 10-12, 2009
Pueblo, CO
Self-Assessment and SOC Basic

July 14-16, 2009
Elgin AFB, IL
Self-Assessment and SOC Basic - DoD Personnel Only

July 15-17, 2009
Sayreville, NJ
Self-Assessment and SOC Basic

August 10-12, 2009
Southaven, MS
Self-Assessment and SOC Basic

August 25, 2009
FRI, Dallas, TX
Chief Officer Designation - A Guide to Completing the Designation Process

August 25, 2009
FRI, Dallas, TX
Chief Officer Mentoring - Train the Trainer

August 25-26, 2009
FRI, Dallas, TX

August 27, 2009
FRI, Dallas, TX

September 15-17, 2009
Miramar, CA
Self-Assessment and SOC Basic - DoD Personnel Only

September 23-25, 2009
Greensboro, NC
Self-Assessment and SOC Basic

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Technical Advisor Program:
Coaching Fire Service Organizations Toward Excellence!

The purpose of the Technical Advisor Program is to coach, guide, and facilitate the self-assessment process and/or specific components of the Accreditation Model for fire service organizations that desire to improve their organization and their ability to measure its success.

The underlying goal of the program is to professionalize and empower the fire service. The program seeks to facilitate key processes of self-assessment by helping fire organizations to sustain higher levels of measurement and analysis. Areas of facilitation include:

  • Community-driven strategic planning
  • Risk analysis and Standard of Cover facilitation
  • Self-assessment facilitation (includes strategic planning and SOC)
  • Organization succession management (coming soon!)

The basic principle behind the Technical Advisor Program is to assist fire service agencies in focusing their efforts and resources in a logical and responsible manner based on the Center's self-assessment model.

The program places emphasis on the importance of ensuring that the processes required to improve service delivery are citizen-centered rather than self-centered. In other words, a key process of our program is seeking the input of the community and informing the community of the results.

Services are provided at comparatively reduced costs because the focus is on the process rather than profit. Technical Advisors are selected from our pool of tenured and experienced peer assessors who have demonstrated that they possess the necessary skills and knowledge.

A few key benefits of the Technical Advisor Program include that it is less expensive to participate in than it is to hire consultants, engages your personnel directly, increases your direct knowledge of your community, and teaches your personnel enhanced research, analysis, and planning skills to apply to other projects.

"Our Technical Advisor Team brought customer-centered strategic planning to life and set us on a solid course."
- Jim Broman, CFO, MIFirE, Fire Chief, Lacy Fire District #3

"This program created a process that was collaborative and sustainable for our personnel. We are very pleased with the results."
- Mark Freese, Fire Chief, Davenport Fire Department

To receive a proposal, call 1-913-904-8292 or e-mail